Agile software developers are required to self-organize, occupying various informal roles as needed in order to successfully deliver software features. However, previous research has reported conflicting evidence about the way teams actually undertake this activity. The ability to self-organize is particularly necessary for software development in globally distributed environments, where distance has been shown to exacerbate human-centric issues. Understanding the way successful teams self-organise should inform distributed team composition strategies and software project governance. We have used psycholinguistics to study the way IBM Rational Jazz practitioners enacted various roles, expressed attitudes and shared competencies to successfully self-organize in their global projects. Among our findings, we uncovered that practitioners enacted various roles depending on their teams' cohort of features; and that team leaders were most critical to IBM Jazz teams' self-organisation. We discuss these findings and highlight their implications for software project governance.

翻译：软件开发者必须自我组织,并视需要发挥各种非正式作用,以成功交付软件功能。然而,以前的研究已经报告了关于团队实际开展这项活动的方式的相互矛盾的证据。在全球分布的环境中,对于软件开发来说,自我组织的能力是特别必要的,因为在这种环境中,距离已经表明会加剧以人为中心的问题。了解成功的团队自我组织应该如何为分布式团队组成战略和软件项目治理提供信息。我们利用精神语言学研究IBM 理性爵士乐的实践者制定各种角色的方式、表达的态度和分享的能力,以成功地在全球项目中实现自我组织化。我们发现,我们发现,实践者根据团队的特征组合而扮演了各种角色;团队领导对于IBM Jazz团队的自我组织最为关键。我们讨论了这些结论,并强调了其对软件项目治理的影响。